An automobile manufacturer wanted to identify key independent measures (lead measures) which have to be improved to be successful in critical success factors of strategic initiatives across supply chain and manufacturing.
A manufacturer of machinery products wanted deploy its goals to the operations team.
A bank’s global delivery center was using Japanese Hoshin Kanri approach for deploying its goals across functions and geographies.
An IT consulting services organization finding it difficult to meet its profitability goals due execution issues relating to its strategic plan.
An engineering firm wasn’t able to meet its revenue targets and grow in its existing market.
A services enterprises wanted to build a culture of proactive data/fact based decision making in its staff across cadre. Created a series of theme based campaigns that was backed by solid program management engagement, structured training programs, roadshows, metrics & dashboard rigor and incentives.
A bank’s operations was struggling with surprises such as operational losses, customer complaints, unnoticed misses, oversight errors, etc. This resulted in fire-fighting and poor relationship with customers and internal stakeholders
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products.
A captive back office center with 5000 seater estate wanted to reduce its monthly utility expenses by identifying key factors of consumption without impacting employee comfort.